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Liburkina L. M.

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Internal Consulting as a Complementary Tool for Change Management in an Enterprise
Savchenko O. S.

Savchenko, Oleksandr S. (2025) “Internal Consulting as a Complementary Tool for Change Management in an Enterprise.” Business Inform 12:61–61.
https://doi.org/10.32983/2222-4459-2025-12-61-61

Section: Management and Marketing

Article is written in Ukrainian
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UDC 005.591.6:005.336.3

Abstract:
The article substantiates the feasibility of considering internal consulting as a complementary tool for change management in an enterprise. It is shown that modern transformational processes require not only the use of formalized management mechanisms but also the use of tools capable of providing analytical, methodological, and communication support for management decisions at various stages of change. Based on the analysis of scientific approaches to change management and the development of internal consulting, it is found that the effectiveness of transformations is increasingly determined by the nature of the interaction of management tools rather than their isolated application. In this context, internal consulting is considered as a tool that complements traditional change management mechanisms, enhancing the strategic, process, and behavioral dimensions of managerial influence. It is substantiated that the complementary nature of internal consulting is manifested in its ability to integrate strategic, organizational-methodological, operational, and control-analytical contours of change management, ensuring the coherence of managerial decisions and reducing the gap between management intentions and the practice of their implementation. The functional role of internal consulting at the stages of initiation, planning, implementation, and consolidation of changes is defined, allowing it to be considered as a permanent element of the change management system rather than a one-time managerial tool. The managerial effects of applying internal consulting are generalized, which are manifested in increased manageability of transformation processes, reduced levels of employee resistance to change, optimization of managerial communications, and accumulation of internal managerial expertise. The practical significance of the results lies in the potential application of the proposed provisions in the development and implementation of internal consulting systems to enhance the effectiveness of change management in enterprises.

Keywords: internal consulting, change management, complementarity, enterprise management.

Fig.: 1. Bibl.: 11.

Savchenko Oleksandr S. – Postgraduate Student, Department of Economics and Business Administration, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: [email protected]

List of references in article

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